"The greatness and the genuine trait of your thought and writings lie on the fact that you positively and interestingly make use of philosophical thoughts and thoughtfulness in order to deeply and concretely cogitate about America's social issues. . . . This does not mean that your thought is reducible to your era: your thought, being inspired by issues characterizing your era . . . , overcomes your era and will still likely be up to date even after your era, for future generations." Bruno Valentin

Friday, March 3, 2017

A company with a culture in which in-fighting andheavy-handed treatment of subordinates are not only tolerated, but also
constitute the norm can have good financials. With operations in more than 70
countries and a valuation of close to $70 billion in 2017, Uber could be said
to be a tough, but successful company. Yet the psychological boundary-problems
that lie behind such an organizational culture can easily be projected
externally to infect bilateral relations with stakeholders. In the case of
Uber, those stakeholders include municipal law enforcement. Even more than as manifested
within the company, the external foray demonstrates just how presumptuous “boundary
issues” are. Such presumption can blind even upper-level managers to just how
much their company has overstep. In reading this essay on Uber’s program to
evade law enforcement, you may be struck by the sheer denial in the company.